Introductie Marketing
Overzicht
• • • •
VUBstartersseminarie 2005
Inleiding tot Marketing Marktgericht denken Concurrentievoordeel creëren Klantenrelaties opbouwen
Prof. dr. Malaika Brengman
Inleiding tot Marketing
Æ Wat is marketing ?
Inleiding tot Marketing
Æ Wat is marketing ? Niet alleen verkopen…. …. maar het bevredigen van de behoeften van de klant
Inleiding tot Marketing
Æ Wat is marketing ? “Het doel van marketing is verkopen overbodig maken” DRUCKER
Inleiding tot Marketing
Æ Wat is marketing ? Een sociaal en managementproces waarin individuen en groepen verkrijgen waar zij behoefte aan hebben en wat zij wensen, door producten en waarde te creëren en deze met anderen uit te wisselen.
Inleiding tot Marketing Kernbegrippen in de marketing
Æ Wat is marketing ? Markten bewerken om een ruil teweeg te brengen, waarmee menselijke behoeften en wensen bevredigd kunnen worden.
Inleiding tot Marketing
Inleiding tot Marketing Product
Behoeften en wensen van de klant
Prijs
Kosten voor de klant
Plaats
Gemak (convenience)
Promotie
Communicatie
De 4 P’s van de Marketing Mix
Inleiding tot Marketing Product
Behoeften en wensen van de klant
Prijs
Kosten voor de klant
Plaats
Gemak (convenience)
Promotie
Communicatie
Inleiding tot Marketing
Nettowaarde voor de klant
Customer Value Map Perceived overall customer cost
Fair value line
Inferior customer value
1.0
Superior customer value
Inleiding tot Marketing Marketing Management De analyse, planning, toepassing en uitvoering van programma’s die ontworpen zijn om voordelige transacties met kopers tot stand te brengen, uit te bouwen en te onderhouden, waarbij het doel is de ondernemingsdoelstellingen te verwezenlijken. Æ door het sturen van de vraag (marketing-demarketing)
1.0
Æ door klanten relaties op te bouwen
Perceived overall customer benefit
(klanten lokken - klanten behouden - lifetime value)
Inleiding tot Marketing Marketing Management
Inleiding tot Marketing Marketing Management filosofieën
Inleiding tot Marketing
Productieconcept (productie) Productconcept (kwaliteit) Verkoopconcept (verkoop) Marketingconcept (behoefte) Maatschappelijk-marketingconcept (omgeving)
Marktgericht denken
Marketing Management filosofieën
Massa marketing Targeted marketing
Marktgericht denken
Marktgericht denken Het inschatten van de vraag
Æ Marktsegmentatie Het opdelen van de grote, heterogene markt in kleinere homogene subgroepen van mensen die dezelfde behoefte hebben of eender reageren op een speciaal voor hen ontwikkelde marketingmix.
STAPPEN VOOR
Markt segmentatie
EEN EFFECTIEVE SEGMENTATIE VAN
Doelgroep keuze
DE MARKT
Positionering
Marktsegmentatie, targeting en positionering
Marktgericht denken
Drie strategiën voor doelgroepbepaling
Massamarketing Markten Segmenteren Nichemarketing Micromarketing
Niveaus van marktsegmentatie
Marktgericht denken
Concurrentievoordeel creëren
Concurrentievoordeel creëren Product
Concurrentievoordeel creëren Æ Concurrentiepositie
Service
CONCURRENTIEEL VOORDEEL
Personeel
Competitieve Positionerings Strategieën Kostenleiderschap
Differentiatie
Middle-ofthe-road
Focus
Imago Markten differentiëren
Concurrentievoordeel creëren
De nieuwe BCGmatrix
Marktgericht denken
Porter
Concurrentievoordeel creëren
Stappen in concurrentieanalyse
Klantenrelaties opbouwen Transactie / Acquisitie marketing
Relatie / Retentie marketing
Where do we come from? Product focus
Customer focus
Ma ma ss rk eti
ng
‘50s and ‘60s Advent of brand items and advertising agencies Focal point: mass communication & branding
The lifetime value of a customer = average transaction value x yearly frequency of purchase x customer life expectancy (present value) Example:
Dir ma ect rk eti ng
‘70s and ‘80s Advent of direct marketing Focal point: prospect qualification
Da ma tab rk ase eti ng
‘90s Advent of sophisticated databases Focal point: database analysis
Cu Re s t o Ma latio me na n r ge sh m ip en t
Late 90’s Evolution towards longer term New focal point: relationship with customer
Customer lifetime value
Cadillac customer (GM) will spend about $350.000 over a lifetime on automobile purchases + maintenance Domino’s Pizza : a customer is worth $5.000
Profit Generated by a Customer Over Time
Over a lifetime, what is the average turnover per capita of consumers buying … Newspapers Diapers Water Cigarettes Traveling Cars Source:
496 € 1.240 € 4.710 € 18.096 € 74.368 € 89.242 €
Sopres Marketing
Relationships Untill death do us part…
Do not take loyalty for granted…
Klantenrelaties opbouwen Firms frequently focus on attracting customers “the first act”, but pay little attention to what they should do to keep them “the second act”
Klantenrelaties opbouwen
Relationship between Customer Satisfaction and Loyalty in Competitive Industries
If a company can keep an additional 5% of its customers in a given year, it increases its 85 % profits with 25 … % to … (Frederick Reichheld, 1993)
Source: James L. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger, The Service Profit Chain, (New York, NY: The Free Press, 1997), p. 83.
Profit impact of customer (dis)satisfaction
• The cost of attracting a new customer is 5 times the cost of keeping an existing customer happy. • Most dissatisfied customers do not complain, they just walk away.
Customer Satisfaction P<E : dissatisfied (higher exit rate, less profitable)
P=E : just satisfied (easy switching)
P>E :very satisfied (most loyal, most profitable)
Customer Satisfaction = a customer’s feeling of pleasure or disappointment resulting from comparing a product’s perceived performance in relation to his/her expectations. Expectations : personal needs and needs of a customer’s customer, earlier experiences, wordof-mouth, explicit and implicit service promises, perceived alternatives Perceived performance : quality of product, service level, price.
Customer Satisfaction Just solving problems and satisfying customers is not enough. A firm needs to move beyond satisfaction to customer delight. In markets where there are many substitutes, higher levels of satisfaction are required to attain a high level of customer loyalty and retention.
Tools for tracking and measuring Customer Satisfaction
Unhappy Customer Activities Customer is dissatisfied Action
Complaint and suggestion systems
Complaint
easy way to become more marketing oriented complaint management is not enough
Buy less
proactive customer satisfaction measurement on a continual basis
Ghost shopping (mystery shopping) Lost customer analysis (exit interviews)
( dealer, salesperson, retailer directly to firm )
Stop product purchase
Silent switching
Demonstration
(stores, brands, products)
( collective protest )
Customer satisfaction and customer exit
A complaint = a second chance to satisfy the C. Learn from complaints (frequency, impact) Principles :Communication links from front-line to information system + top management, immediate advocacy, authority to settle complaint, responsiveness, not further inconveniencing customer.
Dissatisfied customers (100)
4% complain (4)
75% retained (3)
Satisfied customers
80% do not complain (80)
39% retained ( 32 )
61% exit ( 48 )
5% exit (1)
46% retained (2)
54% exit (2)
Source : Lucia, T. "Domino's Theory : Only Service succeeds", Positive Impact, Feb. 1992.
95% exit ((91) 95 )
may not know to whom to complain used to have their complaints handled poorly may believe that complaining is futile … just walking away is an easier alternative
Why is management the last to know ?
Retention rate : (0.95x0.80x0.20) + (0.46x0.20x0.20) + (0.39x0.80) = 48.24%
5% retained (5)
Less than 5% of dissatisfied customers complain Only 4% of complaints reach top management Why customers do not complaint (TARP)
95% retained ( 15 )
96% do not complain (96)
The iceberg of ignorance
20% not resolved in 24h ( 4 )
25% exit (1)
Satisfied customers
Retention rate : 8% Source : TARP."Consumer Complaint Handling in America : An update study". White House Office of Consumer Affairs, Washington D.C., 1986
Efforts to encourage complaints and manage customer dissatisfaction
80% resolved in 24h ( 16 )
Legal complaint (court)
Defensive marketing (try to keep the customer) If unhappy customer does not complain : high risk that customer is lost (along with future profit stream).
20% complain ( 20 )
Tell third party organisation ( consumer union, newspaper, TV )
Negative word-of-mouth
Complaint management
Dissatisfied customers (100)
Latent orientation towards action
Complaining to Company
Customer satisfaction surveys
No action ( Silent suffering )
Employees do not tend to pass on “bad news” “Shooting the messenger”
Need for proactive CSM (Customer Satisfaction Measurement)
How discontent spreads Customers to management :
Assume a bank with 1.000.000 customers 6 % dissatisfied = 60.000 5% of dissatisfied complaints = 3.000 only 4% reaches top management = 120 or 0,20% of all dissatisfied.
Customers to others :
minor service problem (transaction > $100) : tell 9 to 10 others, i.e. 60.000 x 10 = 600.000 major : 60.000 x 16 = 960.000 (impact on customer attraction)
Satisfied customers do not compensate :
tell only to 5 other people on average
Relatie Marketing
Profit impact of customer (dis)satisfaction Most dissatisfied customers do not complain, they just walk away. The cost of attracting a new customer is 5 times the cost of keeping an existing customer happy. Past : attracting new customers, making sales, offensive marketing. Present : retaining existing customers, building long-term relationships, defensive marketing Illustration of profit impact of improving satisfaction, thereby improving retention rate, in a mature market with 150.000 customers.
Levels of Relationship Marketing High margin
Medium margin
Low margin
Many customers/ distributors
Accountable
Reactive
Basic
Medium number of customers/ distributors
Proactive
Accountable
Basic
Few customers/ distributors
Partnership
Accountable
Reactive
PARTNERSCHAP PROACTIEF VERANTWOORDELIJK REACTIEF ELEMENTAIR
Relatie opbrengst/kosten
Hoog
Slapende Reuzen
Machts handelaren
Huisdieren
Delinquenten
Laag
Hoog
Relatieopbrengst Laag
Relatiekosten
